Managers should not make the decision to take part in a demand-response program lightly, considering all the factors involved, such as downtime and the impact a demand-response event can have on occupants and staff.
Before his school district opted to participate, Pizzo conducted research and made recommendations to district officials regarding the way the program would directly and tangibly affect building occupants. After doing the research, he took his findings to a committee that made the final decision.
“The program was investigated by several members of our district in a collaborative effort,” Pizzo says. “To change the operation of a building, when it impacts building occupants directly, it should always be a collaborative effort in a school setting.
“The initiative went forward with the support of our leadership team after concerns regarding any possible downsides were addressed. It was important to our district that we did not incur any expenses when the (utility’s) equipment was installed. Ultimately, both of these requirements were met, and the district decided to go forward and participate.”
Smyth also took on a leadership role in the project for the hospital and looked at participation in the program as strictly a money- and energy-saving opportunity.
“My role was to seek the details from (the utility) and determine what I had to do to participate,” he says.
Demand Response: Delivering Efficiency and Savings
Consider Demand-Response Impact on Operations Before Participating
Health Care Facilities Present Demand Response Challenges
